Investors Presentation. May 2018

Transcription

1 Investors Presentation May 2018

2 Disclaimer This presentation has been produced by Indra for the sole purpose expressed therein. Therefore, neither this presentation nor any of the information contained herein constitutes an offer sale or exchange of securities, invitation to purchase or sale shares of the Company or any advice or recommendation with respect to such securities. Its content is purely for information purposes and the statement it contains may reflect certain forward-looking statements, expectations and forecasts about the Company at the time of its elaboration. These expectations and forecasts are not in themselves guarantees of future performance as they are subject to risks, uncertainties and other important factors beyond the control of the Company that could result in final results materially differing from those contained in these statements. The Company does not assume any obligation or liability in connection with the accuracy if the mentioned estimations and is not obliged to update or revise them. This document contains information that has not been audited. In this sense, this information is subject to, and must be read in conjunction with, all other publicly available information. This disclaimer should be taken into consideration by all the individuals or entities to whom this document is targeted and by those who consider that they have to make decisions or issue opinions related to securities issued by Indra. 2

3 Index What is Indra? Our Strategic Plan Transport & Defence (T&D) Information Technologies (IT) Annex 1: Last quarterly results 3

4 01. Whats is Indra? Indra: A global Consulting and Technology company 3.0Bn Revenues 2017 >40,000 employees Global consulting and technology company +140 countries Business Model based on our Proprietary Products and R&D Technology Partner for core business operations Transport & Defence (39% of total sales) Leading worldwide provider of proprietary solutions in niche areas Information Technology (61% of total sales) Leading Digital company in Spain and Latam Transport & Traffic Defence & Security Energy & Industry Financial Services Telecom & Media Public Administration & Healthcare 4

5 01. Whats is Indra? We deliver core business operations technology in various industries Sales 2017 Transport & Traffic Energy & Industry Air Traffic Management systems and Communications, Navigation and Surveillance systems Transport: Revenue Collection, Control & Enforcement, Operational Systems and Safety & Signaling 20% 19% T&D IT 16% 20% Energy: generation, distribution and commercial management solutions Industry: Retail and Airlines management solutions Financial Services Payment systems & Payment processing platform Insurance and banking core systems Operations transformation and process efficiency services (17% IT Sales) Business consulting Digital solutions Cybersecurity Defence & Security Air Defence & Border Surveillance Electronic Warfare: Airborne, Naval and Land Platforms Simulation Satellite Communications 17% Public Admin & Healthcare 8% Comprehensive offer on Electoral processes Educational and justice management systems Healthcare management platform Telecom & Media Operations and business support systems New media and digital television solutions 5

6 01. Whats is Indra? With a strong presence in international markets Sales 2017 Employees % % 46% % Spain America Europe Asia, Middle East & Africa (AMEA) 6

7 01. Whats is Indra? Main Shareholders Sociedad Estatal de Participaciones Industriales S.E.P.I (*) 18,7% Corporación Financiera Alba (*) Others 49,0% 10,5% 4,1% 3,2% 5,1% 9,4% Norges Bank Schroders Fidelity Management Research T. Rowe Price Associates (*) Board of Directors representation CNMV data. Identified shareholders with a position in excess of 3% 7

8 01. Whats is Indra? Main figures FY14 FY15 FY16 FY17 Order Intake ( M) 3,013 2,651 2,744 3,248 Revenues ( M) 2,938 2,850 2,709 3,011 EBITDA ( M) EBIT margin 6.9% (2) 1.6% (1) 6.0% 6,5% Net profit Reported ( M) -92 (3) -641 (3) NWC (DoS) 81 (3) 30 (3) 5-1 FCF ( M) Net Debt ( M) (1) Before non-recurrent items of 687M (2) Before non-recurrent items of 246M (3) After non-recurrent items 8

9 02. Our Strategic Plan When we started to work on our first Strategic Plan in April 2015, Indra was in a very challenging situation Ongoing deep operational issues Resulting in high financial stress Non reliable analytical accounting and lack of control of onerous projects 718 M write-offs in 2015 Difficulties to understand root causes and underlying issues Profitability de-prioritisation Growth driven by low value added services Cost overruns in some contracts resulting from aggressive growth Expensive delivery model Lack of focus on cost efficiency Heavy corporate structure Non optimal production pyramid management Cash management decoupled from business activities Excessive working capital requirements Excessive risk assumption in commercial bids Some products at too early stage, generating onerous projects Contractual and legal conditions without enough self-protection Cash flow draining -164 M 1H15 accumulated FCF High debt generating difficulties on external financing 825 M 1H15 Net Debt 5.9x 1H15 Net Debt / EBITDA 9

10 02. Our Strategic Plan By implementing our 2015 Strategic Plan, we have achieved significant structural improvements in Indra's financials Healthy P&L and balance sheet Much more reliable balance sheet after write-offs Sustainable cash generation FCF accumulated LTM ( M) Net debt on the lowest point since 2015 peak Net Debt / EBITDA LTM (Times) Recurring EBIT LTM ( M) 7.2%* Includes 78 M cash cost from personnel optimisation plan in 2015, and 51 M in * x 1.6% 6.5% x 1.2x* Dec 15 Dec 17 Jun 15 Dec 15 Jun 16 Dec 16 Jun 17 Dec 17 Jun 15 Dec 15 Jun 16 Dec 16 Jun 17 Dec 17 * Indra Stand Alone 10

11 02. Our Strategic Plan and we have also improved our competitive positioning for the future More relevant weight of high value solutions Minsait, our new transformational vehicle, already launched and is currently up to speed We have a stronger proprietary product portfolio We have a strong pipeline in T&D We strengthened our commercial position internationally We were able to acquire Tecnocom and are on our way to make a successful integration Gaining scale, positioning and complementing our product portfolio T&D solutions remained predominantly high value TI high value solutions increased their relative weight Launched in January 2016 and already growing more than the rest of IT ~300 M sales 100% Minsait, ~2,700 FTEs E.g. Cyber Defence and Air Defence solutions E.g. Developed ERTMS technology in Safety in Transport E.g. IT solutions are more standardised and packaged 4.9 Bn in T&D (2.3 Bn in Defence & Security, 0.9 Bn in ATM and 1.7 Bn in Transport) New references in Ecuador in Defence & Security, Middle East in ATM, UK in Transport E.g. Payment processing solution of Tecnocom has reinforced Indra's Financial Services portfolio 30.5 M in cost synergies targeted Note: ERTMS (European Rail Traffic Management System) 11

12 02. Our Strategic Plan But we found some unexpected issues in our transformation process We had internal issues Unexpected large restructuring needs in Brazil and Transport (~300 M and ~90 M impact on EBIT respectively in ) Slower than planned portfolio rotation Exit from onerous projects took longer than expected Difficulties to capture the full potential of efficiency and off-shoring opportunities without growing in IT Longer than expected cultural transformation challenge Management focus on both turnaround and growth at the same time has been difficult... and the macro environment did not help Lower than forecasted economic growth in LatAm Real GDP growth (%) Real World Bank 2015 Forecast Lower than forecasted oil prices resulting in lower than expected GDP growth and T&D investments Brent Price ($/barrel) st ID ~15$/barrel gap average Real US Energy Information Administration 2015 forecast Sources: EIA Annual Energy Outlook 2015; real data from World Bank (for GDP growth 2016 estimate, 2017 projection) 12

13 02. Our Strategic Plan In order to ensure Indra's profitable growth under this positive environment we have defined our Strategic Plan 01 New Specialised Operating Model Greater focus, accountability, agility and flexibility Product Portfolio Evolution Segmented Commercial Processes Healthy sales growth 04 Ongoing Productivity Upgrades Margin enhancement 13

14 02. Our Strategic Plan By incorporating our IT business into a fully-owned subsidiary we intend to gain focus, accountability, agility and flexibility Indra Corporate functions + shared services Increased management focus and accountability Businesses split facilitates specialisation (e.g. more focused international commercial activity) Split allows for clearer accountabilities Increased agility and time-to-market Simplified management structure within the new division Decision-making and execution processes will be faster and better suited to each single business needs Improved strategic flexibility Easier potential alliances, joint-ventures and M&A T&D IT ~ Operational synergies Corporate services will continue to be shared to leverage the scale effect and without losing synergies Economies of scale within the T&D and the IT business (in Offering Development, Cross-Selling and Production) will be totally captured 14

15 02. Our Strategic Plan Product Portfolio Evolution, Segmented Commercial Processes and Ongoing Productivity Upgrades will produce profitable growth Product Portfolio Evolution Segmented Commercial Processes Ongoing Productivity Upgrades Invest to reinforce those products where we already have a leading position Apply digital technologies to further position our offering in the smart ecosystem Complement selectively our proprietary products portfolio to sell complete endto-end solutions Increase commercial intensity with strong incentives and systematic tools Apply a segmented commercial approach with new more specialised profiles Establish alliances / JVs for commercial acceleration in selected geographies Deploy Lean manufacturing, Lean IT production and apply Automation Extend scope of our Global Business Services and rationalise our indirect costs base Intensify our Pyramid management and Delayering Optimise procurement 15

16 02. Our Strategic Plan Guidance 2016 (1) CAGR (2) Revenues ( M) 3,121 Low single digit EBIT ( M) 180 >10% (p.a. growth) E E Total Cash Flow ( M) ~610 (3) [~ 775m since First Investors Day] (6) CAPEX ( M) (4) Other uses ( M) (5) Restructuring Plan 129 Tecnocom acquisition 191 Onerous projects ~145 Deleverage (consensus end FY17) ~40 Continue deleveraging Reinstate dividend policy Selective bolt-on acquisitions 1. Pro-forma values including full consolidation from Tecnocom 2. Organic growth. Constant exchange rates as of 2016 (average FX in 2016) 3. Includes the estimated CF generated in E, excluding the estimated impact from the cash outflows from Tecnocom acquisition (191 M), headcount plans (129 M), onerous projects (~145 M) and the accumulated CAPEX in the period 4. Accumulated CAPEX in the E and E period respectively 5. The uses of the cash flow generated in the E period are contingent upon fulfilment of the Strategic Plan 6. Includes the FCF generated in the period according to Indra s definition, excluding CAPEX and the last part of the pending cash outflows associated with the headcount reduction plan in Spain (~40 M) 16

17 02. Our Strategic Plan T&D and TI businesses growth expectations Revenues 2016 CAGR 1 (16-20) T&D Defence & Security 599 M Mid to high single digit Excluding 2018 Eurofighter revenues fall ATM 270 M Mid single digit Transport 355 M Mid to high single digit IT IT 1,897 M 2 Low single digit 1. Organic growth. Constant exchange rates as of 2016 (average FX in 2016). 2. Proforma including full 2016 revenues from Tecnocom Source: Indra 17

18 02. Our Strategic Plan We will increase CapEx to foster growth in selected areas Increased level of CapEx in Total CapEx ( M) x1.5 x2 increase M to accelerate growth while migrating to high value Invest to reinforce those products where we already have a leading position Apply digital technologies to further position our offering in the smart ecosystem M Complement selectively our proprietary products portfolio to sell complete end-to-end solutions Amortisation will increase due to: Finalisation and commercial launch of proprietary products Larger CapEx Tecnocom Purchase Price Allocation 18

19 02. Our Strategic Plan IFRS 15 and IFRS 9 implementation details IFRS 15 IFRS 9 The new norm specifies, in a more restrictive way, how and when corporates will recognise revenue The new standard includes requirements for recognition and measurement, impairment, de-recognition and hedge accounting The standard provides a five-step model to be applied to all contracts with customers: Identify the contract Identify the performance obligations in the contract Determine the transaction price Allocate the transaction price to the performance obligations in the contract Recognise revenue when the entity satisfies a performance obligation The directive implies the recognition of a potential provision under the principle of expected losses versus incurred losses over our existing assets (mainly clients and unbilled clients) The purpose is to provide a high-level overview of the IFRS requirements on the following areas: Classification and measurement of financial assets and liabilities Impairment Hedge accounting Note: New effective date of IFRS 15 and IFRS 9 1 st January 2018 Impact on reserves: 1 st January to be determined Some moderate impact on revenues (from 2018 onwards) Limited impact on margins (from 2018 onwards) 19

20 02. Our Strategic Plan Every market where Indra has presence is expected to grow sustainably with strong fundamentals CAGR ( ) Defence & Security +5% Long term international programs still in progress (e.g. Eurofighter) New investment cycle in Spain (e.g. F110, 8x8) New additional international programs expected (e.g. EDAP) Need for modernisation of existing legacy systems and development of new digital solutions (e.g. Cyber Defence) ATM +4% Sustained growth and air traffic increase worldwide Need to manage aerospace congestion in mature markets (e.g. Europe) Intrinsic need for technological maintenance and upgrades as they are long life cycle critical systems Increased demand on Cybersecurity Transport IT >10% >10% Digital IT +3% Core IT Increased infrastructure spending globally Demand of intelligent control systems and safety & signalling, with long delivery and maintenance phases Demand of technological updates and operational management systems for existing infrastructures Smart Mobility is transforming this market Analytics and Big Data increasing demand Accelerated transition into Cloud environments New standards and business models (e.g. Co-leading digital initiatives with clients, Open-architectures, AI in ITO) BPO progressive migration into BPaaS Remaining potential for value creation by systems integration and outsourcing, especially in emerging geographies (e.g. LatAm) 20

21 03. Transport & Defence Positive market outlook in every business in T&D Defence & Security Air Traffic Management Transport Expected CAGR (%) Expected CAGR (%) Air Defence 3% Border Surveillance 6% Electronic Warfare 4% Air Traffic Management 3% Expected CAGR (%) Revenue Collection 8% Control & Enforcement 6% The smart segment of all these solutions is growing over 20% Simulation 4% Satellite Communications >10% Communications, Navigation, Surveillance 5% Operational Systems >10% Safety & Signalling >10% Sources: Markets and markets, Indra Analysis All our clients are facing the digital transformation of their operations 21

22 03. Transport & Defence Indra has a portfolio of leading proprietary solutions in T&D 1,183 Transport 309 (26%) Transport ATM 27 8 (23%) ATM Revenue Collection Control & Enforcement Operational systems Safety & Signalling Defence & Security 59 6 (50%) Defence & Security ATM systems Communications Navigation Surveillance 2017 Air Defence & Border Surveillance Electronic Warfare Simulation Satellite Communications Indra is a global reference in many of these technological niche markets 22

23 03. Transport & Defence We will continue taking advantage of synergies and economies of scale within T&D Clear offering development and operational synergies within T&D Shared technologies We will continue improving our operations as part of our strategic guidelines End-to-end process review Defence & Security ATM Transport Radars Control Navigation aids Communications Cyber & analytics Building blocks standardisation Lean manufacturing Make vs buy optimisation Increased efficiency (10-15% in 2020 vs 2017) Shared engineering and manufacturing capabilities Delivery Production management Procurement Life cycle management Post sales support and maintenance Delayering Increased interaction between commercial, manufacturing and delivery Improved agility, improved time to market 23

24 03. Transport & Defence Defence & Security is an attractive market with a clear growth trend Geopolitical uncertainty is increasing amidst growing security threats "The events that shaped 2016 added a new sense of urgency and determination to see Europe delivering on its potential in defence" European Defence Agency 2016 Annual Report "Cyber threats are becoming more common, sophisticated and damaging ( ) In 2016 NATO experienced an average of 500 incidents per month an increase of roughly 60% over 2015" NATO Cyber Defence Factsheet, May 2017 Indra's home market in Spain is launching a new investment cycle Strong R&D programs launched by 2015 will be progressing into production phase Additionally, new R&D programs starting Indra's accessible geographies will grow Revitalised NATO push for 2% GDP defence expenditure European Defence Fund investing up to 5.5 Bn/year Global Defence procurement (ex North America), $Bn % +3% CAGR Europe +13% CAGR LatAm "Effective border security is key to the effective implementation of counter-terrorism measures" UN, % CAGR Middle East & Africa +6% CAGR Asia Pacific Note: NATO (North Atlantic Treaty Organisation). UN (United Nations). Source: IHS Jane's Defence Budgets 2017 And Security market gaining relevance linked to an increase in border control and surveillance 24

25 03. Transport & Defence Defence & Security is a long maturity market, with still ongoing high volume programs and local programs entering into production Existing long-term high volume programs are still in progress + There have been significant developments linked with the new Spanish investment cycle Eurofighter A400M NH Tiger Integrated frigate mast 90 M in R&D phase F x Vehicle systems 28 M in R&D phase ~350 M in production phase ~500 M in production phase Systems (e.g. DIRCM) and simulation Systems (e.g. CAS) and aftermarket Electronic warfare system Santiago SST Space surveillance radar Sustainment, sales and export opportunities Future upgrades of main subsystems (e.g. radar, DASS) ~350 M project, not including associated platforms 15 M R&D ~340 M production project, with EU funding Note: DASS (Defensive Aids Sub-System). DIRCM (Directional Infrared Counter Measures). CAS (Close Air Support). SST (Space Surveillance & Tracking) 25

26 03. Transport & Defence Indra is a significant European player with a proven track record, and with an already relevant international business Air Defence Air Defence Electronic Electronic Warfare Airborne Platforms Eurofighter A400M C-295 F/A-18 Chinook CH53 Tigre Cougar F1 NH90 P3 B707 Naval Platforms BPE BAC BAM F100 F105 S70 FFG F122 K130 U212/214 T-209 OPV Land based Border Border Surveillance Simulation Military Simulation Satellite Communications Eurofighter A400M A330 MRTT F-18 AV-8B Tiger Seahawk NH90 Wildcat Chinook Cougar H135 H225 H175 H145 A320 B737 Naval Land based BPE BAC BAM F100 F105 FFG S70 S80 F122 K130 U212 U214 T-204 AWD ASW OPV 26

27 03. Transport & Defence We are evolving our offering and applying disruptive digital technology PRODUCT PORTFOLIO EVOLUTION Stronger Solutions Further standardise our solutions applying a product-based approach, instead of a tailor-made approach Enhance existing offering applying disruptive digital technologies, with analytics, IoT (e.g. Big Data in Border Control) Complete current offering to sell end-to-end solutions and integrated suites leveraging proprietary products (e.g. SIMBA Suite) Further develop our Cyber Defence solution strengthening its positioning (e.g. reinforcing our Cyber Range) with extended applications Adopt a sustainment approach positioning our offering along the whole life cycle and leveraging existing installed assets base Leverage our advanced existing offering, adapting it to modernise 3 rd party legacy systems (e.g. T54 Optronics) while positioning in new products and service models Prospect new emerging segments (e.g. anti-uav systems or UAV/USV platforms) Extend our as-a-service offering adopting more flexible per-use pricing models (e.g. flying hours training in Simulation) and offering alternative financing structures Note: USV (Unmanned Surface Vehicle) Tier 1 position in attractive segments Increased value added to the client Accelerated growth We will gradually grow our CapEx in our product portfolio in 3 years 27

28 03. Transport & Defence We will grow our international sales selectively SEGMENTED COMMERCIAL PROCESSES Specific commercial action plans per solution and strengthened alliances with platform integrators Strengthened commercial action in target geographies Specific action plans (e.g. Borders, Simulation) Special focus on markets with high potential Europe, as extended home market Strengthen existing + new alliances with platform integrators END USER Specific LatAm countries (e.g. Colombia, Ecuador) Asia, Middle East and Oceania Develop strategic alliances with local partners Air Naval Land Offering our full portfolio Gaining recurrence Approach Aftermarket where local installed base and recurrence have enough scale for a sustainable business We already identified a solid pipeline (~2.3 Bn) to sustain future growth 28

29 03. Transport & Defence Additionally, Indra is very well positioned to capture other potential relevant upsides which are not included in our Guidance New Eurofighter modernisations and sales (e.g. Spain, Germany, Belgium) New European fighter (FCAS) Exports related to F110 technology Euro MALE UAV F110 8x8 future exports New European programs (under the European Defence Action Plan) Note: FCAS (Future Combat Air System). OCCAR (Organisation Conjointe de Coopération en matière d'armement) 29

30 03. Transport & Defence ATM is a growing market with very strong fundamentals Increase of air passenger traffic worldwide Increase of flying aircrafts worldwide 3 drivers of sustained demand for ATM systems Passenger traffic (RPKs Bn) Aircrafts in service worldwide (k) % 3.5% Note: RPKs (Revenue per kilometre). Source: Boeing Market Outlook ; Markets and markets; Global airport construction review, CAPA Maintenance and replacement of legacy systems Very long development cycles, high client loyalty Innovative technology to solve aerospace congestion (e.g. Europe) Potential new ATM systems operators Already ~400 airports under construction or planned for Expected stable ~4% growth in the ATM market 30

31 03. Transport & Defence Indra provides its clients with a complete technological roadmap of critical ATM systems Indra has a leading position globally in Control Centres, Navigation and Surveillance Indra provides reliable end-to-end solutions to operators in the ATM market ATM Control Centres with Advanced Automation Systems (itec and managair) Providing reliable technology for the key critical systems of the ATM business Highly sophisticated and reliable technology Increased demand of cyber-secure technology CNS Navigation with Instrument Landing Systems (ILS) Surveillance with Secondary Radars (MSSR) Being a leading reference as a supplier providing end-to-end solutions Developing long lasting relationships with international reference clients Enaire in Spain 35 years DFS in Germany 20 years NATS in the UK 10 years 31

32 03. Transport & Defence Indra is the leading player in the Single European Sky with the itec system... itec by Indra Europe has a challenge in air traffic management due to air traffic congestion and the fragmentation of aerospace Coflight Coopans Other potential itec partners In 2004 Eurocontrol, the European Commission and a selection of industrial partners took the lead to solve this issue and increase interoperability Indra is one of the key industrial partners of SESAR Note: SESAR (Single European Sky ATM Research) 7 European countries have already joined the itec Alliance along with Indra to fulfil present and future SESAR requirements, and +20 countries still pending to adopt a decision 32

33 03. Transport & Defence and one of the leading ATM systems providers in the world, having a large footprint of references globally ~200 Control Centres Indra ATM business is present in 176 countries ~1,700 Instrument Landing Systems (ILS) ~400 Secondary Radars (MSSR) Note: Most significant countries with Indra's presence highlighted 33

34 03. Transport & Defence We are evolving and expanding our offering into new segments PRODUCT PORTFOLIO EVOLUTION Keep evolving leading products in current segments with technological updates Expanding into new segments to complement Indra's offering Develop leading Cybersecurity technology, fulfilling latent demand Successfully evolve itec with the future requirements of the Single European Sky, leading the SESAR interoperability Evolve CNS products and service model (e.g. GBAS) to maintain the technological and commercial leading position Grow on aftermarket leveraging our significant asset base of ~200 control centres, ~1700 ILS and ~400 radars installed Further develop remote towers to be a reference supplier, leveraging SESAR Indra already has leading technology installed (e.g. Norway) Note: ILS (Instrument Landing System). GBAS (Ground Based Augmentation Systems). ADS B (Automatic dependent surveillance broadcast). SESAR (Single European Sky ATM Research) We will gradually grow our CapEx in our product portfolio in 3 years 34

35 03. Transport & Defence We will continue internationalising our business by leveraging our strong offering SEGMENTED COMMERCIAL PROCESSES Leader in LatAm and Europe Strong positioning America Europe Africa Middle East Asia Pacific LatAm is a very strong Indra market, but still with important opportunities to come Further expand itec and continue growing with other CNS technologies Potential upside to continue growing, entering new countries Indra's recent successful projects allows us to continue growing Continue capturing opportunities in a fast growing market Multination program (ATM and CNS) for COCESNA countries Key relationships with Enaire (Spain), NATS (UK) and DFS (Germany) 20 years supplying ATM and CNS systems to Morocco Countrywide Advanced ATM systems in Oman Coverage of ~60% of China's aerospace Note: COCESNA (Central American Corporation for Air Navigational Services). ATM (Advanced automation systems for Air Traffic Management), CNS (Communications, Navigation and Services), ILS (Instrument Landing System) 35

36 03. Transport & Defence Very attractive technology Transport market, entering into a phase of expansion Change of cycle in infrastructure investment and therefore increased technology demand Changed trend in Spanish infrastructure investment -4% growth % growth % growth in global investment for Transport infrastructure expected until 2025 Transport infrastructure technology demand increased by New investment cycle Need for maintenance and upgrade of already existing infrastructure + Change in infrastructure operating models are generating additional opportunities Increased demand for intelligent systems adapting to the coming trend of Smart Transport Requiring mobility, interconnectivity and real time steering More flexible asset management demand is requiring new systems More efficient and scalable New opportunities for private players, as public administrations are externalising their operations and sharing risks (PPPs) +10% expected growth (+20% for Smart Transport) Source: Oxford Economics, Assessing the global transport infrastructure market Indra has the perfect mix: transport business know-how, proprietary products and digital capabilities 36

37 03. Transport & Defence What went wrong in Transport Externally, drop of the national market in Spain linked to public investment Infrastructure investment in Spain (US$ Bn) CAGR '10-'14-10% Brent price ($/barrel) CAGR '14-'17 4% CAGR '17-'30 2% and economic slowdown in countries highly dependent on oil prices ~15$/barrel gap average 2017 Real US Energy Information Administration 2015 forecast Internally, management issues identified Lack of focus and high risk assumed implementing excessively tailormade solutions in international unfamiliar environments Weak control and risk management during projects execution. ~90M impact on EBIT due to restructuring needs and expected ~ 1/5 of sales at 0% margin in 2017 Opportunity cost: commercial activity focused on solving existing issues with clients instead of expanding the business Sources: Oxford Economics. EIA Annual Energy Outlook 2015; real data from World Bank. Our Transport business did not evolve as quickly as the market demanded 37

38 03. Transport & Defence We have started a clear plan to execute Transport turnaround New organisation and team New structure and external talent recruited for top management positions Reinforced clients and competitors view Product Portfolio Evolution Portfolio rationalisation and development of more standardised and packaged solutions Evolve proprietary products, strengthening our position in the Smart Transport market by taking them to the next technological step by gradually growing CapEx Segmented Commercial Processes Ongoing Productivity Upgrades Potential upsides New governance model (e.g. new organisation, new profiles, increased specialisation) Improved commercial processes (e.g. competitors intelligence, KPIs and incentives) New commercial plans on existing clients and prioritised geographies Restructured organisation and new team already in charge New operational plan improving control and risk management Opportunity to become an international reference in rail Safety & Signalling (ERTMS) beyond the local market Note: ERTMS (European Rail Traffic Management System) 38

39 03. Transport & Defence Indra has a complete portfolio consisting on 4 key solutions with relevant positioning... Transport segments for Indra's solutions Rail Indra's solutions Revenue Collection Indra's positioning Leading position Inter-urban Control & Enforcement Leading position Urban Operational Systems Leading position Airports Ports 1 of 3 incumbents in ASFA-D Safety & Signalling ERTMS Solid portfolio leveraging Indra's digital capabilities Note: ASFA-Digital (Safety & Signalling System), ERTMS (European Rail Traffic Management System) 39

40 03. Transport & Defence... with strong references in the most innovative projects globally Revenue Collection Riyadh Ticketing Biggest greenfield contactless ticketing worldwide Ticketing, The Netherlands Innovative AFC machines T-Mobilitat, Spain Biggest integration fare & contactless project Control & Enforcement Urban Tunnels Control Centre, UK Iconic and complex due to London constraints Tunnel Control Centre, UK New smart trends in traffic management Nation-wide Road Traffic Control Centre, Spain Spanish traffic management Operational Systems High Speed Mecca Medina, Arabia Most complex project in Middle East High Speed Rail Control Centre, Spain Worldwide showroom Port Community System, Portugal National port network installation Safety & Signalling Sydney Trains, Australia Advanced security system ASFA-D, Spain High end solution for traditional rail safety in Spain High Speed, Spain Rail communications & surveillance Note: ASFA-Digital (Safety & Signalling System) 40

41 03. Transport & Defence 3 key priorities in our offering enhancement PRODUCT PORTFOLIO EVOLUTION Consolidate Indra's positioning in the traditional segment Increase recurrence and profitability Evolve existing product portfolio to capture opportunities in the Smart Transport ecosystem Position in the rapidly growing and fragmented smart transport market Culmination of our investment in ERTMS Our goal is to become the Spanish big player in the international safety market Note: ERTMS (European Rail Traffic Management System) We will gradually grow our CapEx in our product portfolio in 3 years 41

42 03. Transport & Defence For this new stage we will strongly reinforce our commercial activity to generate quality pipeline and higher win-rate SEGMENTED COMMERCIAL PROCESSES New governance model New selective Commercial Plans Product managers focused on pre-sales activities Key account managers structured according to our 4 solutions, clients and geographies Specialised profiles per client and geography with stronger commercial skills New KPIs and incentives Focused commercial efforts geographically Consolidate existing presence assuring recurrence clients in Europe, LatAm, Middle East and Asia Pacific Gain additional penetration in US, Canada, UK and Nordic Countries Product portfolio taxonomy Client segmentation and prioritisation +Volume +Profitability +Recurrence 42

43 04. Information Technology Technology is becoming increasingly relevant on CEO agenda and market expectations are favourable for growth In 2015 digital was an emerging business, today it is on the CEO main agenda "CIOs now have a unique opportunity, but they must 'flip' their information, technology, value and people leadership practices to deliver on the digital promise" Digitalisation is a direct driver for value Top 5 most valued companies Market conditions are expected to be favourable Expected average annual growth 1 55% Technology is the 2nd most cited priority for CEOs after growth 42% of CEOs say "digital first" or "digital to core" is their company digital business posture NASDAQ 100 outperformed S&P500 by 17 p.p. since our first IDay in % 16% 11% Cyber IoT Cloud AI Source: Market and markets, Gartner, International Data Corporation (IDC), BCG Perspectives 1. Cyber CAGR, IoT CAGR, Cloud CAGR, AI CAGR 43

44 04. Information Technology Changing market demands force IT companies to rapidly adapt their offering and operating model... New technology buyers New contracting models New types of competitors New digital capabilities Digital transformation as top topic on the CEO agenda Greater involvement and IT budgets in business areas New roles like Chief Data Officer or Chief Digital Officer & transition from CTO to CIO Cloud/As-A-Service models becoming mainstream for SW Success fee and value based deals gaining relevance Strategic topics demand exclusivity and JV models Strategic consulting firms moving into digital New digital players growing into implementation In some cases, clients are becoming real competitors (e.g. telcos) Increasing demand of digital capabilities (e.g. Analytics, Cyber) Increasing market competition for digital talent Imperative to transform, develop and hold in-house talent Need to address the full Board of Directors Need to build new types of deals / pricing / risk models Need to reinforce our position as an E2E specialised player Need to attract, retain and develop top digital talent 44

45 04. Information Technology In the last three years, we have performed a successful turnaround of our IT business 2015 LTM Sep M EBIT +17 M EBIT * Pending write-offs Brazil s losses Heavy cost structure Limited standardisation of proprietary products and disperse portfolio Lack of control and proliferation of onerous projects (*) Sep 17 displayed data includes Tecnocom consolidation since April 18th, 2017 No additional significant write-offs Brazil s business under control Leaner cost structure Rationalised portfolio and structured product offering Increased control and tracking due to an improved analytical accounting and reduction of onerous projects 45

46 04. Information Technology We have strengthened the fundamentals of our business, setting up a solid starting point for the next growth cycle Minsait launch High value brand, focused on digital transformation Transformation trigger of our move to high value Source of margin, growth and talent attraction Product and service portfolio enhancement Portfolio mix enrichment Rationalisation and standardisation of our product portfolio easing implementation Migration of our products to Cloud New product delivery model with specialised centres of excellence Development of new digital offering (e.g. Analytics, Cloud services, Cybersecurity) Migration of our portfolio towards high value-added services and solutions for digital transformation Reinforced control and delivery model Successful integration of Tecnocom Increased control in tender offering process Closer monitoring of less profitable projects Sharp reduction in the number of unprofitable projects Consolidated leadership in Spain and increased client base due to high portfolio complementarity Reinforcement of our product portfolio with Tecnocom's payment processing solutions Cost synergies on track and identified potential for efficiency in production 46

47 04. Information Technology However, our focus on building a healthy business had an impact on the overall sales volume Despite of our progress, we faced challenges in a difficult macro context resulting in lower sales than expected Harder restructuring, needing greater focus and efforts than expected Longer and more difficult transition to exit from onerous projects High impact of non profitable sales lost (Brazil) Focus on healthy growth, instead of growth at any cost Lower growth in Latin America where Indra has high exposure Delayed public contracts due to lack of government during several quarters in Spain IT revenues ( M) 2,500 1,500 1,702 1,686 Slower mix change towards high value Market evolved from generating digital needs for our clients..to be the highly demanded topic Low commodity prices and oil crisis limiting GDP growth in key markets LTM Sep 2015 LTM Sep 2017 * Cultural change is not immediate (*) Sep 17 displayed data includes Tecnocom consolidation since April 18th,

48 04. Information Technology We have identified 4 waves to evolve from "core businesses" to "digital business platforms" Digital Transformation roadmap PRODUCT PORTFOLIO EVOLUTION 2 Actively pursue transformational projects leveraging our vertical product portfolio and deep knowledge of core systems 3 Digital Initiatives 4 New Digital Businesses 4 Build digital products and capabilities to operate in an Open ecosystem 1 Proactively seek opportunities to deliver productivity on Outsourcing & BPO of core legacy systems, leveraging new technologies and a culture of continuous improvement Core 1 2 Productivity Outsourcing & BPO Core Legacy transformation 3 Seek for business through digital initiatives (Analytics) of our clients' business lines (channels, operations, products) Legacy No legacy We are internally pushing forward the digital transformation we will bring to our clients 48

49 04. Information Technology We have already started our digital transformation journey with successful references PRODUCT PORTFOLIO EVOLUTION Productivity Outsourcing & BPO Core legacy transformation Digital initiatives New digital businesses Multi-client ITO Tecnocom's Payment Processing Solution Leading healthcare firm Leading recycling company Improve internal productivity and offering of multiclient ITO maintenance with Lean Transform Indra payment platform to create a high performance multi-client service Transform patient - doctor interaction offering new digital services following a mobile-only strategy Co-create, together with our client, a circular economy platform delivered to cities on Cloud Automation of low complexity tasks Implement predictable mechanism to reduce lead times (AI) New ways of working Process streamlining: reduce bouncing Redefinition of the architecture to work on open environments Omnichannel client experience SaaS models of delivery Operating on Cloud environments Definition of new business model Definition of digital customer journey Integration with customer' personal health folder Orchestration of an ecosystem of functionality providers Business platform approach Country-wide intelligence, enabling best practices adoption Innovation through geoanalytics, IoT and Artificial Intelligence 49

50 04. Information Technology We have segmented our commercial approach based on client needs, opportunities and offering SEGMENTED COMMERCIAL PROCESSES E2E value propositions Focus on E2E transformational projects accompanied by an innovative pricing scheme Proprietary products Prioritise product specialisation to internationalise growth Actively focus on big deals Vertical specialised commercial forces Minsait as trigger for transformation projects Third party specialised channels Upgrade sales for legacy systems with new features Alliances reinforcement 50

51 04. Information Technology Adapting our commercial approach to our client needs in each of our geographies prioritising digital growth SEGMENTED COMMERCIAL PROCESSES Spain Prioritise portfolio mix shift towards digital, while maintaining market positioning on traditional services LatAm Grow profitably and sustainably while expanding Minsait and seizing transformation opportunities Rest of the world Base growth on our proprietary products and strategic alliances Leverage vertical specialised teams to accelerate high value migration Use Minsait as trigger of end-to-end projects for digital transformation Emphasise co-leading digital initiatives and businesses to accelerate migration to high value and build references Actively commercialise (push) more efficient digitalised traditional offering taking advantage of transformation Leverage specialised global teams of our products Launch Minsait commercially in key countries Take advantage of growth opportunities (SAP in I&R, payments solutions) Proactively pursue big transformational deals with dedicated teams (e.g. externalisations in Banking) Seek for more efficient digitalised traditional projects (e.g. directly implement Outsourcing in Cloud) Leverage global teams specialised in proprietary products e.g. Energy distribution solution (InGrid), payment processing solutions, Hotel Management solution Explore third party channels Establish new alliances to expand the reach of our products (e.g. Microsoft's Azure) End-to-end value propositions Proprietary products 51

52 04. Information Technology We have designed an aggressive efficiency plan by applying new technologies ONGOING PRODUCTIVITY UPGRADES 1 Lean & Automation Apply full end-to-end Lean approach, fostering a culture of continuous improvement and placing automation at the core of our operations 2 Delayering 3 Pyramid Optimisation Reduce management layers to increase agility and accountability while maximising efficiency Reshape our production and delivery pyramid ~1.5-2pp induced direct margin increase by Global Production Increase off-shoring by leveraging our existing capabilities in Latin America 52

53 04. Information Technology IT closing remarks 01 New Specialised Operating Model Product Portfolio Evolution Segmented Commercial Processes IT Market outlook and Indra's positioning IT is a highly attractive market, disrupted by digital transformation Indra is in a privileged position to capture profitable growth opportunities Product Portfolio Evolution Push forward end-to-end value propositions to accelerate our high value migration Consolidate our proprietary products Segmented Commercial Processes Focus on E2E transformational projects accompanied by an innovative pricing scheme Prioritise product specialisation to internationalise growth 04 Ongoing Productivity Upgrades Ongoing Productivity Upgrades Continue applying full end-to-end Lean approach and automations Optimize delayering and intensify management of our production and delivery pyramid Increase off-shoring by leveraging our existing capabilities in Latin America 53

54 04. Information Technology Additional potential upsides not considered in the guidance LatAm accelerated growth Seasonal Electoral Processes Accelerated digital transformation 54

55 Annex I: Last quarterly results

56 Annex I. Last quarterly results MAIN HEADLINES 1 1Q18 Order Intake up +26% in local currency, with both T&D and IT posting growth. 2 1Q18 Revenues up +15% in local terms, backed by the IT business, Defence & Security and ATM, although negatively affected by FX, Easter and IFRS Q18 EBITDA amounted to 48m (+1% vs 1Q17). Ex Tecnocom restructuring costs, EBITDA would have increased +15%. 1Q18 EBIT reached 26m ( 32m excluding Tecnocom restructuring costs) vs 33m in 1Q17. EBIT margin was 3.6% in 1Q18 vs 5.2% in 1Q17. EBIT Margin, excluding Tecnocom restructuring costs, Easter and IFRS 15 impacts would have reached 6.3% ( 46m). 5 1Q18 FCF generation totalled -6m vs -5m in 1Q17, counteracting the increase in CAPEX ( 14m in 1Q18 vs 5m in 1Q17). 6 Net Debt/EBITDA LTM up to 2.3x. Ex-acquisitions, it would have decreased to 1.3x. 7 1Q18 Net Income totalled 11m vs 21m in 1Q Guidance confirmed (revenues, EBIT and FCF pre working capital) 56 56

57 Annex I. Last quarterly results REVENUES UP +12% IN REPORTED TERMS 1Q18 Sales Growth Reported +12% Local Currency +15% Local Currency Ex FX and Easter & IFRS Effects +18% M 57 57

58 Annex I. Last quarterly results REVENUES AND ORDER INTAKE BY REGION Order Intake ( M) Local Currency / Reported Revenues ( M) Local Currency / Reported +26% / +22% % / +12% % Spain 47% % / +22% % 55% % / +25% 21% 18% 6% % / +13% -5% / -6% +118% / +110% % America 23% Europe 14% 18% AMEA 11% 11% % / -4% % / +9% % / +6% 77 20% 18% 11% 1Q17 1Q18 1Q17 1Q

59 Annex I. Last quarterly results EBIT MARGIN EVOLUTION 1Q18 EBIT ( M) Evolution 1Q18 EBIT Margin Evolution 33-22,4% 26 5,2% -1,6pp 3,6% 1Q17 1Q18 1Q17 1Q18 1Q18 EBIT ( M) and EBIT Margin Evolution excluding the impacts of Tecnocom restructuring costs, IFRS and Easter 46 Impacts amounted to 20m Impacts equivalent to 2.7pp 39,0% 33 5,2% 1,1pp 6,3% 1Q17 1Q18 1Q17 1Q

60 Annex I. Last quarterly results T&D ORDER INTAKE AND REVENUES T&D 1Q18 Order Intake ( M) Local Currency / Reported 1Q18 Revenues ( M) Local Currency / Reported % / +8% % / -4% % -19% / -19% % 48% % / +6% % 51% % / +35% % % / -13% % 47% 1Q17 1Q18 1Q17 1Q18 Defence & Security Transport & Traffic 60 60

61 Annex I. Last quarterly results T&D MARGIN AND EBIT EVOLUTION T&D 1Q18 EBIT ( M) 1Q18 EBIT Margin (%) ,3% +0,2pp 12,5% 1Q17 1Q18 1Q17 1Q18 T&D 1Q18 EBIT ( M) and EBIT Margin Evolution excluding the impacts of IFRS and Easter Q17 1Q

62 Annex I. Last quarterly results IT ORDER INTAKE AND REVENUES IT 1Q18 Order Intake ( M) 1Q18 Revenues ( M) Local Currency / Reported Local Currency / Reported 32% 37% 20% 11% % / +29% % / +25% % / +39% % / +6% % / +44% % 40% 17% 12% 27% 35% 25% 13% % / +23% % / +32% % / +25% % / +15% % / +16% 58 29% 35% 23% 13% 1Q17 1Q18 1Q17 1Q18 Energy & Industry Financial Services PPAA & Healthcare Telecom & Media 62 62

63 Annex I. Last quarterly results IT MARGIN AND EBIT EVOLUTION IT 1Q18 EBIT ( M) 1Q18 EBIT Margin (%) 1 0,2% -1,5pp 1Q17-6 1Q18 1Q17-1,3% 1Q18 TI 1Q18 EBIT ( M) and EBIT Margin Evolution excluding the impacts of Tecnocom restructuring costs, IFRS and Easter Q17 1Q

64 Annex I. Last quarterly results BRAZIL AND IT DIVISION OPERATING MARGIN IT BRAZIL IT DIVISION (local currency) 1Q17 1Q18 Variation 1Q17 1Q18 Order Intake 197,9 261,0 +32% Operating Margin 1,4% 1,5% Revenues 187,0 194,4 +4% Other Operating Income & Expenses ( M) 1-4,7-12,8 EBIT 1,0 9,8 +916% EBIT Margin 0,2% -1,3% EBIT Margin 0,5% 5,1% +4.5pp 1. Other Operating Income & Expenses includes: staff reorganization, integration and acquisition costs, amortization of intangible assets (PPA from acquisitions) and equity based compensation, among others

65 Annex I. Last quarterly results FCF GENERATION Quarterly FCF ( M) FY15: -50M FY16: 184M FY17: 186M Q15 2Q15 3Q15 4Q15 1Q16 2Q16 3Q16 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 Accumulated FCF LTM ( M) H15 9M15 FY15 1Q16 1H16 9M16 FY16 1Q17 1H17 9M17 FY17 1Q

66 Annex I. Last quarterly results NET DEBT BRIDGE Net Debt Bridge Cash Flow ( M) FCF = -6M 66 66

67 Annex I. Last quarterly results NET WORKING CAPITAL EVOLUTION Net Working Capital (DoS) FY17 1Q18 Accounts Receivable Accounts Payable Inventory 67 67

68 Annex I. Last quarterly results NET DEBT EVOLUTION (173) 837 Net Debt ( M) 700 (187) 659 (187) 602 Net Debt 532 (187) (187) (Factoring) (1) 3Q15 4Q15 1Q16 1Q17 1Q18 6,6x Net Debt/EBITDA LTM (Times) 5,4x 4,7x 2,3x 2,3x ND/ EBITDA LTM 1,3x ND/ EBITDA LTM Ex Acquisitions (1) Non-recourse factoring 3Q15 4Q15 1Q16 1Q17 1Q

69 Annex I. Last quarterly results DEBT STRUCTURE : DIVERSIFIED DEBT STRUCTURE Total 1Q % total Total L/T Debt % % S/T Debt % % Gross Debt % % Cost of Gross Debt 2,0% 2,2% % total Cash & Others 754 n.m. 699 n.m. Net Debt 602 n.m. 588 n.m. Cost of Net Debt 3,2% 3,0% Corporate Bonds Gross and Net Debt Structure 1,355 M 754 M 55 Gross Debt Maturity Profile Other available credit facilities: 198 M Convertible Bonds R+D Loans M ( M) Bank Loans 712 Factoring EIB 1 Loans 80 Gross Debt Cash & Cash Equivalents Net Debt 1. European Investment Bank 2. Including 153 M Convertible Bond 3. Including 245 M Convertible Bond with 2023 maturity and above 3 69

70 Investor Relations Avda. de Bruselas Alcobendas, Madrid Spain T F